The owners formed a vertical joint venture when they were awarded licenses in a new state. They wanted to use the new state and brand-new facility as an opportunity to create better SOPs based on the best practices from their existing operations – 8 facilities across 3 different states. The goal was then to replicate the new merged model across all existing operations.

Acting as an independent third party to both owners, our first focus was to benchmark all existing operations, propose the new SOPs for the new facility. A launch team for the new facility and change managers for the subsequent transition were internally recruited.

Training focused on the new systems, new technology and the differences between the existing systems (from each company) and most importantly WHY the new way was better. When everyone understands and buys into the new system, the ease in transition is exponentially smoother.  

The facility launched on time. We were on-site daily for three weeks after launch to add insight, manage the systems, and train the internal change manager – our direct report as we transitioned from daily on-sites.

Phase 2 consisted of training the change managers at each location throughout the country with the change manager who lead the new facility. Phase 3 began immediately after training of the CM’s and is expected to take 9 months to one year depending on personnel.